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Engineering Management Flashcards

1
Q

Management is

A

an art

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2
Q

Engineering

A

a science

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3
Q

If you are an engineer wanting to become a manager, what will you do?

A

develop new talents, acquire new values, broaden your point of view,

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4
Q

Collection of the tolls and techniques that are used on a predefined set of inputs to produce a predefined set of outputs

A

project management

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5
Q

NOT an element of project management process

A

research and development

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6
Q

Quantitative technique where samples of populations are statistically determined to be used for a number of processes such as quality control and marketing research

A

Sampling theory

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7
Q

What type of organization structure in which each project is assigned to a single organizational unit and the various functions are performed by personnel within the unit?

A

Product organization

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8
Q

In which type of organization where the structure can lead to a “dual boss” phenomenon?

A

Matrix organization

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9
Q

Which one is an advantage of a matrix organization?

A

Rapid reaction organization

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10
Q

Which one is a disadvantage of a matrix organization?

A

Inefficient use of specialist

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11
Q

Which one is an advantage projectized organization?

A

Efficient use of technical personnel

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12
Q

Which one is a disadvantage of a projectized organization?

A

Slower work flow

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13
Q

Which one is an advantage of a functional organization?

A

Rapid reaction time possible

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14
Q

Which one is disadvantage of a functional organization?

A

Inefficient use of specialist

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15
Q

In what type of organization where a project manager is held responsible for completion of the project and is often assigned a budget?

A

Matrix organization

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16
Q

If a project have multidimensional goals, the project manager often use his __________ to reach a compromise solution.

A

Tradeoff analysis skill

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17
Q

Who is responsible for running a department so that all his customers are served efficiently and effectively?

A

Functional manager

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18
Q

What is the major activity of the project support office?

A

Administrative support for projects

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19
Q

What is an important tool for the design and implementation of the project’s work content?

A

Linear responsibility chart

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20
Q

What chart summarizes the relationships between project stakeholders and their responsibilities in each project element?

A

Linear responsibility chart
Matrix responsibility chart
Responsibility interface matrix

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21
Q

What network model enables engineer managers to schedule, monitor, and control large and complex projects by using only one time factor per activity?

A

Critical path method

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22
Q

What network model enables engineer managers to schedule, monitor, and control large and complex projects by employing three time estimate for each activity?

A

Program evaluation review technique

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23
Q

The CPM was developed by Rand and Walker in what year?

A

1957

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24
Q

In what year was PERT developed?

A

1958

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25
In Morris life cycle model, a project is divided into how many stages to be performed in sequence?
4
26
What is the first stage in the life cycle of a project using Morris model?
Feasibility
27
Risk management is:
Controlling risk
28
Buying insurance is a form of:
Risk sharing
29
When there is a degradation of service provided by the company to clients, it is a sign that the engineer manager in-charge:
Has inadequate control
30
What principal element of uncertainty refers to a measure of the relevance of available information to the problem at hand?
Tolerance
31
One of the mnemonic management tool used is the SMEAC. What does the acronym SMEAC stands for?
Situation, Mission, Execution, Administration, Communication
32
n the management tools, SMEAC, where A stands for administration, which is the appropriate question will the manager ask?
What do we need to get it done?
33
What is usually the last step in the process of performing a project?
Monitor and control the project
34
To consider the consequence of uncertainly on project management, laws on project management are developed. One of which is “A careless planned project will take __________ times longer to complete than expected”.
3
35
What is defined as the process of identifying and choosing alternative courses of action in a manner appropriate to the demands of the situations?
Decision-making
36
What refers to the activity of incorporating the technical know how with the ability to organize and coordinate workforce, materials, equipment and all other resources including money?
Engineering management
37
A function of an engineer where the engineer is engaged in the process of learning about nature and codifying this knowledge into usable theories.
Research
38
A function of an engineer where the engineer undertakes the activity of turning a product concept to a finished physical term.
Design and Development
39
A function of an engineer where the engineer assists the company’s customers to meet their needs, especially those that require technical expertise.
Sales
40
The last step in decision making process is to
Evaluate and adapt decision results
41
Refers to evaluation of alternatives using intuition and subjective judgment.
Qualitative evaluation
42
A staff specialist’s right to give advice to a superior.
Staff authority
43
Refers to a manager’s right to tell subordinates what to do and then see that they do it.
Line authority
44
This is appropriate for a large corporation with many product lines in several related industries
Product or Market Organization
45
This refers to the organization of a company by a division that brings together all those involved with a certain type of product or customer.
Product or Market Organization
46
This is a form of departmentalization in which everyone engaged in one functional activity, such as engineering or marketing, is grouped into one unit.
Functional Organization
47
The arrangement or relationship of positions within an organization.
Structure
48
A management function which refers to the structuring of resources and activities to accomplish objectives in an efficient and effective manner.
Organizing
49
A plan which sets forth the projected expenditure for a certain activity and explains where the required funds will come from.
Budget
50
These are statements that either require or forbid a certain action.
rules
51
These are broad guidelines to aid managers at every level in making decisions about recurring situations or function.
Policies
52
This type of planning is a responsibility of lower management.
Operational Planning
53
Refers to the process of determining how specific tasks can best be accomplished on time with available resources.
Operational Planning
54
Refers to the process of determining the contributions that subunits can make with allocated resources.
Intermediate Planning
55
The top management of any firm is involved in this type of planning. Refers to the process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals.
Strategic planning
56
Refers to evaluation of alternatives using any technique in a group classified as rational and analytical.
Quantitative evaluation
57
A permanent committee that deals with issues on an ongoing basis.
Standing committee
58
Defined as the management function that determines human resource needs, recruits, selects, trains, and develops human resources for jobs created by an organization.
Staffing
59
Refers to translation of the forecasted human resource needs to personnel objectives and goals.
Programming
60
Either a voluntary or involuntary termination of an employee.
Separation
61
A form of communication transmitted through hearing or sight.
Verbal
62
The following are considered theories of Motivation except:
Gagarin’s Theory
63
A person who occupies a higher position has power over persons in lower positions within the organization. This describes:
Legitimate power
64
When a person has the ability to give rewards to anybody who follows orders or requests, it termed as:
Reward power
65
When a person compels with orders through treats or punishment.
Coercive power
66
When a person can get compliance from another because the latter would want to be identified with the former.
Referent power
67
A type of controlling when the management anticipates problems and prevents their occurrence.
Feed forward control
68
A type of controlling when the operations are already ongoing and activities to detect variances are made.
Concurrent control
69
A type of controlling when information is gathered about a completed activity, and in order that evaluation and steps for improvement are derived.
Feedback control
70
Refers to any process that accepts inputs and uses resources to change those inputs in useful ways.
Operation
71
The process of planning, organizing, and controlling operations to reach objectives efficiently and effectively.
Operations management
72
A process of creating a set of product specifications appropriate to the demands of the situation.
Product Design
73
Refers to forecasting the future sales of a given product, translating this forecast into the demand it generates for various production facilities, and arranging for the procurement of these facilities.
Product planning
74
A group of activities designed to facilitate and expedite the selling of goods and services.
Marketing
75
The four P’s of marketing are the following except:
Publicity
76
The promotional tool that publishes news or information about a product, service, or idea on behalf of a sponsor but is not paid for by the sponsor.
Publicity
77
A type of promotion where a paid message appears in mass media for the purpose of informing or persuading people about particular products, services, beliefs, or action.
Advertising
78
A more aggressive means of promoting the sales of a product or service.
Personal selling

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